Title

Author

Document Type

Degree

Doctor of Education

Major

Educational Practice

Date of Defense

4-18-2017

Graduate Advisor

Jacquelyn Lewis-Harris

Committee

Jacquelyn Lewis-Harris

Charles Granger

Kim Song

Gayle Wilkinson

Abstract

Employee performance and patient satisfaction are strong indicators of the current state of a healthcare organization. Workplace training programs are used to teach employees the knowledge and skills necessary to effectively perform on the job. Instructor-led, online, blended and independent learning events are produced to address learning needs and to improve staff performance. These training programs are necessary for preparing staff to meet the demands of daily work expectations. The learning approaches should encourage trainees to apply what they learn to their work assignments.

When programs are not evaluated consistently and methodically by the participating employees, their sustainability is uncertain. An evaluation of the training process within a federal government, healthcare organization (VA St. Louis Health Care System) was performed to evaluate gap(s) between on-the-job training and work results. Evaluation when performed appropriately can determine if the intended elements of training are present within the training program. Using the first three levels of the Kirkpatrick training evaluation model, a mixed methods research strategy was applied. There is a notion that evaluation seldom reaches the third level, transfer of training or behavior. The verification of this assumption required an analysis of the workplace training program and its users. The core curriculum, trainers, transfer of content and roles of supervisors during and after training, were assessed. Participants were federal employees who worked as physicians, nurses, training instructors, administrative and support personnel. These healthcare providers voluntarily completed paper surveys which were followed by semi-structured interviews. The study found that merely 52 percent of evaluations extended to the transfer of training level. While employees predominantly regarded the training favorably; evidence recommended greater usage of personalized training modules based on organizational roles of the employees. The findings support the need to assess the training program and its users more thoroughly and frequently. Outcomes indicated employees receive disparate evaluation based on the nature of the training and the predilection of the instructor to evaluate.